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This study will
correlate Entrepreneurial orientation (EO) and healthcare business performance
by considering the influence of EO dimensions upon the healthcare managerial
strategies. EO, being the necessary component of today’s business culture, not
only influence the pharmaceutical sector but it has its validities upon retail,
wholesale, marketing of medicines and hospital management structure as well. In
this research, impact of different dimensions of EO upon healthcare management
is being examined which in turn influences the performance of whole healthcare
structure.  This section of study will
concentrate upon the abridgment of the literature evaluated and analyzed for
substantial understanding of the constructs used in this investigation. The
major constructs under consideration includes entrepreneurial orientation, its
dimensions i.e. proactiveness, innovativeness, competitive aggressiveness,
autonomy and risk taking, managerial strategies and health care performance. During
recent past, Buckley, Carraher, Ferris, & Carraher (2001) and Huang &
Carraher (2004) bequeathed a histrionic attention  to human resource management issues in
non-manufacturing services businesses as they relate to professional and
managerial occupational groups. Parnell, Carraher, & Odom (2000) presented
expert oriented business tasks considerably different than that in any of the
other situations in which professionals and managers typically practice. The
reason recounted by Eisenhardt (1989) is indistinct and explicit internal and
external environments which demand a set of exceptional performances of both
administrators and underlings. Additionally, these fast changing organizations
need controlled (in terms of making timely decisions concerning rapidly
changing situations) as well as flexible (able to shift rapidly due to changes
in situations) circumstances for their smooth performance, which may result in ultimate
predicament for management practitioners (McFadden et al., 2006; Olden and
McCaughrin, 2007; Stock et al., 2007; Gowen et al., 2008; Sang M. Lee, DonHee
Lee and Marc J. Schniederjans 2011). Yang et al. 2004 stated that the systems
that want to outrival in their field must add in learning organization
processes which can direct to resolve practical issues, upgrade core processes
and services and especially renovate the professional aptitude of transforming
knowledge to enhance competitive advantage. Chiefly, in the health care sector,
the learning environment is prerequisite as in this field acquaintance and expertise
can be outdated in haste because of unremitting evolution in science and
medicine (Vassalou, 2001). As output in health care environment, in view of DonHee
Lee and Marc J. Schniederjans (2011), is logical in nature and often may not be
observed for long period of time, the visibility of performance in such system
may apparently be overwhelmed with challenges due to costly mistakes because in
case of any error, the customer (patient) has to pay the ultimate price.
Moreover, during the recent past, health care accompanied by apprehensions for
medication errors, patient safety and amplification of medical costs has become
a grave concern in the world. Healthcare services engage multifaceted and
wide-ranging systems for prevention and treatment of diseases including
value-added process improvement, undertaking efficient operations, management
of medical utilizations and equipment like medical consumables, laundry and
cleaning, medical exercise equipment, vehicle fleet management, wheelchairs,
information systems and general materials (Gattorna, 1998). All this presume
that in particular, in health care system internal service quality is sculpted
on the concept that health, being a social good, upsurges expectations and
demands for services provided by the health care management both for patients
and health professionals because internal practices influence external
customers/patients and internal customers/health professionals (Angelos
Pantouvakis, Panagiotis Mpogiatzidis 2013). According to Lamprou, 2005, for
development and implementation of an efficacious health system, it is of utmost
magnitude for the management to consider the needs of internal and external
customers. This consideration establishes the circumstances for management to
device effective strategies for smooth, customer (both patient and health
professional) oriented and fruitful structure of health care setup. 

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